Current market conditions have created once again a favorable venue for M&A activity. Indeed for many companies, the need to sustain either positive cash flow in the absence of investments at reasonable valuations or to demonstrate sustainable revenue has made the M&A option the only viable option.

Yet one enduring fact remains - the M&A strategy is the most difficult of any to execute. Pick up any treatise on M&A and you will find the painful lessons learned.

1.		Cost savings are a myth
2.		Cultures will clash
3.		Strategies will compete
4.		The real talent will exit

As cited in Fortune Magazine, "for real value creation, the merged company has to produce top-line growth and better margins through superior offerings to customers".

Achieving a successful integration is a difficult but infinitely doable set of management challenges. Our recommendations

1.		Do a thorough job of assessing your talent during due diligence
2.		Use this knowledge to place people in the right roles
3.		Create processes for aligning the organization on shared vision and values
4.		Develop an Operation Plan within the first 30 days that focuses people on the essential goals that will create top line growth
5.		Use an external resource to facilitate the decisions, planning and conflict points that will emerge during the transition phase